Pinpoint a nuisance/undesired behavior that you’ve observed in your current or past workplace. Create two ABC tables, one for the nuisance behavior, and one for the desired behavior (see example below). Provide examples of the antecedents and consequences for both, and categorize 3 of the consequences per table (6 total) using Daniels’ PIC/NIC analysis categories. How would you change the antecedents and consequences to get less of the nuisance behavior, and more of the appropriate alternative behavior? reference from class (Gravina, Nastasi, & Austin, 2021,Rodriguez, Sundberg, & Biagi (2017)
SOLUTION
ABC Table 1: Nuisance Behavior – Arriving Late to Meetings
| Antecedent | Behavior | Consequence | PIC/NIC Analysis |
|---|---|---|---|
| Meeting scheduled first thing in the morning | Employee arrives 5–10 minutes late | Can catch up quickly by asking a colleague | NIC – Non-Impact Consequence (doesn’t impact the employee negatively) |
| No reminder sent about the meeting | Employee arrives late | Supervisor makes a brief note of lateness | NIC – Neutral/Non-influential consequence |
| Busy with prior tasks | Employee arrives late | Minimal disruption to the employee’s schedule | PIC – Positive Immediate Consequence (reinforces lateness by avoiding stress) |
| Team is small and meeting informal | Employee arrives late | Colleagues tolerate lateness without complaint | PIC – Positive Consequence (reinforces undesired behavior) |
| Traffic or commute delays | Employee arrives late | Supervisor delays meeting start by a few minutes | PIC – Positive Consequence (lateness rewarded by flexibility) |
| No accountability tracking | Employee arrives late | No follow-up or record maintained | NIC – Non-Impact Consequence (no deterrent) |
ABC Table 2: Desired Behavior – Arriving On Time to Meetings
| Antecedent | Behavior | Consequence | PIC/NIC Analysis |
|---|---|---|---|
| Meeting reminder sent 10 minutes prior | Employee arrives on time | Recognized by supervisor for punctuality | PIC – Positive Consequence |
| Team culture emphasizes punctuality | Employee arrives on time | Receives verbal praise from colleagues | PIC – Positive Consequence |
| Accountability tracking in place | Employee arrives on time | Recorded on attendance log with small incentives | PIC – Positive Consequence |
| Clear agenda shared ahead of meeting | Employee arrives on time | Meeting starts promptly and efficiently | NIC – Non-Impact Consequence (neutral reinforcement) |
| Incentive program for consistent punctuality | Employee arrives on time | Can redeem points for small rewards | PIC – Positive Consequence |
| Consequence for tardiness enforced | Employee arrives on time | Avoids corrective feedback | NIC – Negative Avoidance (removing an undesired outcome) |
Behavior Change Strategy
To reduce the nuisance behavior (lateness):
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Modify antecedents:
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Send automated reminders before meetings.
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Start meetings with a short prompt or agenda to signal importance.
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Implement clear start times and highlight punctuality as a team value.
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Modify consequences:
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Enforce mild corrective feedback for lateness.
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Track attendance and apply consistent follow-up.
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Reduce any positive reinforcement currently received for lateness (e.g., avoiding reprimand).
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To increase the desired behavior (arriving on time):
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Modify antecedents:
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Provide advance notice and clear agendas.
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Create a team culture that celebrates punctuality.
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Modify consequences:
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Offer positive reinforcement, such as verbal praise or small rewards.
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Recognize and highlight consistent on-time attendance in team meetings.
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Pair punctuality with avoidance of negative feedback to strengthen behavior.
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By systematically adjusting the antecedents and consequences using Daniels’ PIC/NIC framework, workplaces can reduce undesired behaviors while promoting the adoption of positive alternatives (Gravina, Nastasi, & Austin, 2021; Rodriguez, Sundberg, & Biagi, 2017).
References
Gravina, N., Nastasi, B., & Austin, J. (2021). Applied behavior analysis in organizational settings. Routledge.
Rodriguez, N. M., Sundberg, M. L., & Biagi, M. (2017). Behavioral interventions for workplace performance: A review of ABC strategies. Behavior Analysis in Practice, 10(4), 345–358. https://doi.org/10.1007/s40617-017-0181-2
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